Accenture Managing Director on Why Veterans Are a Great Fit for Professional Careers

Accenture Managing Director Mary Legere on why veterans are a great fit for professional careers.

Lt. Gen. (R) Mary Legere joined Accenture's Federal Services as a Managing Director to help the company bring the best cyber and intelligence capabilities to national defense intelligence and cyber clients. Prior to joining Accenture, Mary served for 34 years in the U.S. Army as an Intelligence Officer, with tours in Korea, Germany, the Balkans and Iraq.

As a General Officer, she served as the United States Senior Intelligence Officer in Korea and in Iraq, and as a three-star general, she served as the Army's Senior Intelligence Officer, leading a global enterprise of 58,000 intelligence professionals in 140 countries, supporting complex multidiscipline operations across the globe.

Why are veterans a great fit for professional careers?

Our servicemen and women bring great passion, teamwork, discipline and resilience to their daily missions. They deliver the same to the companies they join after their service.

Our military services are values-based organizations, built on respect, teamwork, love of country and commitment to mission and others over self. This is what attracts people to serve, what inspires them to stay. These are the values our veterans and their families carry for the rest of their lives and bring to their new employers.

I am so proud of Accenture's commitment to our military communities and efforts to hire 5,000 U.S. veterans and military spouses by 2020. This initiative demonstrates a powerful commitment to our veterans and their families as they transition into the civilian sector and shows great appreciation of their service and sacrifices to our nation. It also ensures Accenture gains the benefit of our veterans' leadership, experience, work ethic and commitment to excellence — reinforcing the values that are so central to Accenture's success. 

What challenges do veterans face when transitioning?

One of the greatest difficulties our veterans face is how to translate the skills they've gained in the service — in leadership and in technical areas —  to positions in the civilian sector. It can be difficult to translate our work experience, to understand how we can be of service, how our skills and capabilities can benefit our civilian employers and how to envision how we can contribute to the team. When our veterans transition, either after a first tour or a 30-year career like mine, they need assistance and assurance from the private sector that their talents, energy and work experience will be valued and that they'll feel welcomed into a new team. Accenture does an amazing job helping our veterans understand how they and their skills sets and leadership can help the company, and how the company will invest in their continued development and growth.

What advice would you give to veterans looking for a career in the professional world?

One of the great joys of being retired is the opportunity to mentor service members as they start thinking about their transitions to the civilian or public sector. In offering advice, I always encourage them first to think about the kind of work they are passionate about — to talk to people in their perspective career fields and to ensure they are able to bring energy and enthusiasm to their new careers as passion will be among the most important factors in ensuring their successful transition. I encourage them to take advantage of military transition services, social media and networking with others who have made the transition and not to be afraid to ask for help.  People are happy to offer it — and will go the extra mile if asked. I remind our veterans that in addition to their leadership skills, work ethic and work and life experience, one of the most important skill sets they have is their ability to adapt, master new skills, perform under pressure and adjust to new and complex environments. I assure them all of these things are valued and will create opportunities for them as they begin their new careers.  Just lean in, team well and work hard, and great things will happen.

Successful Companies Pivot to New Opportunities by Revitalizing – Not Neglecting – Their Core Businesses, Accenture Report Finds

Report identifies three actions common to the six percent of companies that have embraced the future most decisively


Originally Published by Accenture.

The majority (54 percent) of C-level executives expect their new business activities to generate at least half of their company's revenues within the next three years, even though only one-third (33 percent) of the executives said their company currently generates more than half of its revenues from business activities started in the past three years, according to new research from Accenture.

Read More Show Less

Accenture Commits $200 Million to Education, Training and Skills Initiatives over next Three Years to Equip People Around the World for Work in the Digital Age

Commitment includes company's Skills to Succeed goal to equip more than 3 million people with job and entrepreneurial skills by 2020.


Originally published by Accenture.

Supporting its vision to improve the way the world works and lives, Accenture (NYSE: ACN) is committing more than US$200 million over the next three years to help equip people around the world with job skills for the digital age.

Read More Show Less

Originally Published by Accenture.

While most companies recognize the value of a digitally enabled supply chain – empowered by new technologies like artificial intelligence, blockchain, big data and analytics ­– many chief supply chain officers (CSCOs) are not leveraging their C-suite counterparts to help reinvent the supply chain function and transform it into an engine of new growth models and customer experiences, according to new research from Accenture.

The research report, Drive Your Own Disruption: Is your supply chain in sleep mode?, reveals that the 900 supply chain executives surveyed were more likely to say that they see their function in two years as a cost efficiency driver (60 percent) or a support function (68 percent) than as a competitive differentiator (48 percent) or a growth enabler (53 percent) within their organizations, which can leave significant value on the table.

"Supply chain executives should take no comfort in being categorized as a support function," said Mohammed (Mo) Hajibashi, a managing director at Accenture and global Supply Chain lead in its Products industry practice. "In this digital era where customers demand speed to market and hyper-personalization, these executives need to ensure that their supply chain function is not only a key differentiator but also ensures the sustained growth of their organizations. The fast and efficient adoption of the right new technologies that enable a new way of working, along with increased C-suite engagement with the supply chain function, are the keys to achieving growth via new digital business models that create new customer experiences, craved by the consumer."

Accenture research found that 80 percent of the supply chain executives surveyed identify the chief information officer or chief technology officer – not the CEO, chief operating officer (COO) or chief financial officer (CFO) – as key stakeholders, even despite the major role the CFO has in making technology investment decisions and the COO's role in designing the operating model.

Furthermore, in many organizations, the supply chain isn't seen as a driver of differentiation and aggressive growth. Meanwhile, the CSCOs blame the absence of a clear business strategy (cited by 43 percent of CSCOs surveyed), together with an inadequately skilled workforce (48 percent) and incompatible legacy systems (44 percent), for their function's inability to drive value for the organization.

How To Overcome C-suite Challenges

According to the report, CSCOs have an opportunity to work with the full C-suite to overcome three core challenges – leadership, labor and legacy technology – and move their function toward better and more strategic partnerships that will provide the organization with increased value-driving potential.

  • Leadership. The CSCO will need to be better aligned with business strategy and build a new and productive working relationship with the executives responsible for long-term digital investment: the CFO and COO.
  • Labor. CSCOs need to build a workforce that focuses on core supply chain workers, "adaptive" (part-time and on-demand) workers and artificial intelligence / robotics — all working together to drive productivity at speed. The CSCO will also need to leverage their C-suite connections to secure support for a reskilling strategy founded on continuous learning.
  • Legacy Technology. Digitally decoupling legacy systems provides a less-resource-intensive and more impactful way to drive agility than spending on new, more compatible systems. CSCOs can start by decoupling data from their legacy IT systems, replicating it and moving it, in real time, to cloud-based data "lakes" that are accessible to customers.
To find out more about the report, visit Join the conversation at @Accenture #supplychain and #wakeupyoursupplychain.